Essex Police Challenge Meeting
12th March 2015
Austerity
Policing on a
smaller budget
will become the
new normal
Since 2010 – saved £42million
We estimate additional cost savings of
£50million to 60million by 2020
We will have no choice but to deliver them
Next year, a 4.7% cut in the Home Office grant funding
means Essex will get £8.5million less to police the county.
This follows 5 years of similar cuts.
Emerging Challenges:
• Child Abuse demand
• Domestic Abuse
• Digital/Cyber Crime
• Terrorist threat
Reducing Crime and Anti-Social Behaviour
Force - Crime and Anti-Social Behaviour
180000
160000
144,512
136,181
140000
134,789 132,378
127,163
119,164
113,150
Volume
120000
106,768
112,842
104,796 103,445 105,077
100,144 99,346 99,439
100000
109,164
94,105
80000
82,369
78,228
60000
71,412
61,755
40000
56,447 54,057
55,260
20000
2000/01
2001/02
2002/03
2003/04
2004/05
2005/06
All Crime Offences
2006/07
2007/08
2008/09
2009/10
Anti Social Behaviour Incidents
2010/11
2011/12
2012/13
2013/14
12 Mths
to
January
2015
Significant Reductions
Vehicle Crime 18.4% (1674 offences)
Dwelling Burglary 10.2% (770 offences)
Robbery 14.3% (158 offences)
Increasing Trends and Challenges
Increasing Trends
Serious Violent Crime up 9.0%
Serious Sexual Crime up 26.2%
Encouraging Under Reported Crime
Domestic Abuse
Hate Crime
Solving Crime and Bringing Offenders To Justice
35000
32.0
30000
30.0
Outcomes
25000
29.8
20000
29.2
27.0
28.0
27.3
26.0
15000
24.0
10000
22.0
5000
31286
27042
28976
27166
2011/12
2012/13
2013/14
12 Months to January 2015
0
20.0
Number of Outcomes
• Essex is 25th out of 43 forces
• Serious Violent Crime Outcomes up 9.0%
• Serious Sexual Crime detections up 29.3%
Solved Rates (%)
Solved Rates
Force - Number of Positive Outcomes & Solved Rates
Promoting Satisfaction and Public Confidence
User Satisfaction Survey
Crime Survey for England and Wales
• % Agree ‘Dealing with local concerns’ – 58.26%
• % Agree ‘Confidence in the local police’ – 57.80%
Essex Police Challenge Meeting
12th March 2015
TRANSFORMING
THE ESSEX POLICE ESTATE
March 2015
TRANS
FORMI
NG
THE
ESSEX
THE
ESSEX
POLICE
ESTATE
March
2015LI
CE
ESTATE
The Estate Challenge for Essex
In addition to being unaffordable, the size, age, nature and distribution of the Essex Police
estate is not best able to support modern policing and the Force’s transformation programme
•
•
•
•
•
•
•
•
•
Over-sized – too big for current and future
staffing
Under utilised - low levels generally
Poor quality - by modern accommodation
standards
Fragmented – too many small, dispersed assets
Inefficient – highly cellular and inflexible
Unaffordable – significant future R&M liabilities
Logistics issues – storage, parking,
Compliance – access, custody, building
performance
Resilience – single points of failure
The Force recognise a significant intervention is needed to overcome the existing estate constraints and
unlock its potential
Key Themes
The Force is undergoing significant change influencing future estate needs – public contact,
custody, forensics, transport, training and support services form integral work streams of the
Strategic Change Programme
Key Influences
•
•
•
•
Operational Need – demand; operational structure
Agile Working – greater use of technology
Collaboration – multi-agency assets, shared services
Public Access – multi-channel, CRM system
•
•
•
•
Rationalisation – fewer more effective strategic locations
Improvement – better quality, flexible accommodation
Affordability - sustainable energy efficient buildings
Flexibility – assets that can readily change and adapt to the Force need
The existing estate is highly diverse in nature representing over one hundred years of piecemeal evolution.
Inefficient by almost every measure, very few assets would be buildings of choice today
Estate Metrics
•
•
•
•
•
•
•
•
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•
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Over 80 properties
Over 1,000,000 sq/ft
85% freehold
Dated, cellular accommodation
HQ makes up 25% of the estate
Police stations comprise more than 55%
Over £10m annual running costs
Significant lifecycle investment needed
£5.5m backlog maintenance
Net to gross of 70% (inefficient)
Extra £1.75 million per annum required to
“stand still”
The estate is highly fragmented with sixty of the eighty buildings making up less than 20% of
the estate (20 buildings comprise 80%).
Portfolio change must be affordable in both capital and revenue terms. The Force is
seeking to finance the necessary investment from capital receipts, ideally with a
positive balance. Mortgaging the investment is not a preferred option (PFI)
Doing nothing is not an option
• Over £5m backlog maintenance
• C.£10m existing annual operating cost
• Plus £30m just to ‘stand still’ in medium / long
term
Estate Value
• Portfolio valued at £55m - £70m
• Half of portfolio value in only 2 assets
• Further 14 assets valued at £4m - £6m
Concerns
Selling the ‘family silver’
Significant future R&M liabilities need to be avoided. Retaining an interest in the redevelopment
of the surplus estate also presents opportunities to generate long term revenue income
Delivers a 21st Century policing service that provides access and reassurance to our
communities and addresses victims needs
Key Decisions.- 2015
•
•
•
•
•
•
•
Location of HQ
Size of HQ
Location of Hubs
Size of Hubs
Location of Local Contact Centres
Custody Strategy
Specialist Centre locations
Targets
• 40% reduction in estate gross area
• £2.5m annual property savings on £9m baseline
• Avoidance of £multi R&M costs
• Viable long term estate
• Leaner, higher quality, flexible and ‘future-proofed’
• Enhanced collaboration - force and other agencies
• Good quality core assets with granular local
flexibility
• More effective policing outcomes
• Supports and facilitates regeneration
Essex Police Challenge Meeting
12th March 2015